The design and testing of a maturity model for autonomous maintenance (A3M)

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The design and testing of a maturity

model for autonomous

maintenance

(A3M)

Author:

Vincent Klink

Student number s2060930

Supervisor Tata Steel

Ir. N. van Kessel

First Supervisor University of Twente / University of Groningen

Dr. A.J.J. Braaksma

Second Supervisor University of Groningen

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Management summary

This report is the result of a graduate research education Technology Management at the University of Groningen. The objective of this research is to define and validate an instrument for implementing autonomous maintenance activities. The assessment of maturity of maintenance processes in this is fundamental.

Tata Steel IJmuiden is familiar with unplanned shutdowns due to lack of preventive maintenance. Because of the cyclically sensitive environment of the industry, there is little capacity for change. Hence, Tata Steel IJmuiden focuses on major improvement programs. However, small programs that take on minor maintenance activities can have a substantial impact on the condition of assets. Therefore, the following research question has been formulated:

“How can insights from the concept of autonomous maintenance, be combined with insights from frameworks of the Capability Maturity Model in order to build a tool to help TS IJmuiden identify their opportunities and weaknesses related to their autonomous maintenance performance and how can they improve their maturity?”

The research question is answered in three steps. First, a literature study was conducted to assess all aspects of autonomous maintenance, necessary for implementation. Subsequently, these aspects were integrated into a first draft: the Autonomous Maintenance Maturity Model. Next, the Delphi Method assisted in the refinement of the model. Finally, this second draft was validated and evaluated by performing a pilot within work units of TS IJmuiden.

The abovementioned steps resulted in three sub-questions, the first of which is: "Which ingredients are essential to build a maturity model?" The literature provided these ingredients, namely: autonomous maintenance, capability maturity models, change management and the Delphi methodology.

The second sub-question is: “Which aspects and criteria should be used to design an instrument that measures the capabilities that are required to apply autonomous maintenance?" Again, the literature provided these. The aspects are tailored to the situation of TS IJmuiden and are reflected in the design of autonomous maintenance. The aspects are: prevent deterioration, measuring degradation and eliminating deterioration. These are integrated with the design principles of change management: Vision and plan, Structure, Education, Leadership and model behavior.

The integration of all aspects resulted in the first draft of the Autonomous Maintenance Maturity Model.

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4 carried out at four work units. The results of the pilot show that the model is applicable within the different work units of TS IJmuiden.

Furthermore, the pilot showed there is potential for increasing maturity of autonomous maintenance within the work units. However, this will only work if the management backs up this effort as well as disseminate it. In this way, operators will know what is expected of them. Also, the departments of maintenance and production have to co-operate and they have to see the necessity of autonomous maintenance as well. Because the two departments run the pilot together, the delivered instrument will improve awareness for the necessity of collaboration.

The pilot showed that within the department of production, a breakdown service with a lot of technical knowledge exists within each shift. With support of the management, the breakdown service can be of great value to the implementation of autonomous maintenance. By using the OpEx model, TS IJmuiden itself offers tools to shape this process. In this way, autonomous maintenance can be secured within the existing work flow implementation.

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Preface

At the beginning of this report, I would like to thank some people who were indispensable for the realization of this thesis. First of all, I would like to thank my ﬁrst supervisor, Jan Braaksma, for the guidance in my project. Thanks to his pragmatic feedback and input throughout the entire process, I eventually was able to finish my thesis. Secondly, I would like to thank Nico van Kessel as initiator of this project. He introduced me to the world of maintenance and helped me finding the right persons for my research within TS IJmuiden. Furthermore, I would like to thank my colleagues from the AMD department of TS IJmuiden IJmuiden for filling in the surveys. Last but not least, I would like to thank my family and friends for giving me support in the last year. Without them I would not have the motivation and energy to ﬁnish this thesis.

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1 Introduction

1.1 Tata Group

Tata is an international concern which is active in various sectors. Examples are Taj Hotels, Tata Global beverages, Tetley tea, the second largest producer of tea in the world and Tata Motors with brands like Land Rover and Jaguar. The Tata Group has established its brand in more than 80 countries and employs more than 425,000 people worldwide. The headquarters of the Tata Group is based in India. Tata Steel IJmuiden is part of Tata materials which is subdivided into Tata Steel India, Tata Steel in Europe and all other steel related suppliers. Tata Steel IJmuiden falls under Strip Products Mainland Europe see figure 1.1 overview Tata group.

Tata Group

Tata Steel Group

Information, Technology Communication

Tata Steel in IJmuiden

Engineering Services Materials Energy Consumer products Chemicals

Tata Steel India Tata Steel Thailand Tata Steel Europe Nat Steel Asia

Strip Products UK Strip Products

Mainland Europe Long Products_Europe

Figure 1.1 Tata Steel IJmuiden within the Tata Steel Group

Tata Steel Europe (TSE) has formulated the following vision: "To be the long term preferred partner in our chosen markets by unlocking the potential of steel. This can be achieved through competent and motivated employees who:

- Let our customers be more successful in their markets; - Deliver operational excellence;

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1.2 Tata Steel IJmuiden

Tata steel IJmuiden (TS IJmuiden) has a production capacity of approximately 7.2 million tons of high-quality steel in the form of rolls. In 2011, the annual turnover of Tata Steel Netherlands was € 5.8. (Elsevier November 24, 2012). In addition to the production of Steel, TS IJmuiden is also responsible for the processing and distribution of steel. The sales market of TS IJmuiden can be found in the automotive industry, construction and packaging. Furthermore, the steel is used in batteries, tubes, and parts for industrials.

TS IJmuiden has a great competitive advantage over its competitors due to its favorable location on a private deep harbor. This makes it possible for large container ships to immediate load and unload, without overcharge.

In the Maintenance improvement program of 2012 the vision for maintenance is described. TS IJmuiden aims to transform from a corrective maintenance organization to a World Class Maintenance. To achieve this goal, TS IJmuiden tries to answer the question: “How can TS IJmuiden be reliable and available at minimum cost with the terms of safety, health and environmental guarantee?” The concept of Lean thinking will be applied in this case, where delivering the right product to the right customer is a basic condition. Such norms of rationality are one of the necessary conditions to survive in an industry in which margins are smaller and the market is getting close to being saturated. This is why TS IJmuiden has decided that it does not wish to employ additional resources and people, but rather tries to use the already existing resources and staff in a more (effective and) efficient way. An example is the project ‘Beter werken' which aims to reduce 1,000 FTEs in 4 years.

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1.3 Overview organizational structure TS IJmuiden

The organizational structure of the business units within Manufacturing Iron Steel and Manufacturing Rolling & Coating (see upper two blue blocks in figure 1.2) is subdivided into 10 business units. The blue blocks indicate the departments which were involved during the research.

Strip Products Mainland Europe

Beste Staal v. morgen Team Beter

Werken Manufacturing Iron Steel Engineering & maintenance optimalisation / AMD Installatie management & services Maintenance engineering projects Maintenance contract management Engineering &Site

Services Technical General

Manufacturing Rolling & Coating

Manufacturing Healt & Safety

Management Programme Office

Figure 1.2 Organizational structure TS IJmuiden

The structure of the business units is generally the same. Figure 1.3A is an example of the structure of the business unit Manufacturing, Rolling & Coating. The blocks: ‘Quality, Technology and development’, ‘Production’ and ‘Technical management and development’ (TBO) consists in each business unit. Figure B shows the structure of these blocks. This research has mainly focused on the blocks: ‘Production’ and ‘Technical management and development’ of TS IJmuiden (the green blocks in figure 1.3). Quality, technics &

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Manufacturing Rolling & Coating

Koudbandwalserij Warmband Direct Sheet Plant

ICT Technical management & development TBO Informatie management TQM Productie en fabrieksystemen Productie Quality, technics & development Functional beheer Inpakkerij opslag &verzending rayon Beitsbaan 21 Koudwals 21 rayon Walproductie en

gloeierij rayon

Nawals en afwerkingsinstallatie

rayon

Walsen productie Chef van de wacht

Beitsbaan koudwals 22 rayon

Walsen productie/ gloeierij dag dienst

team

Inpakkerij oplsag

&verzending2PLD Gele map BB22

Chef van de wacht Blauw

Chef van de wacht groen

Chef van de wacht geel

Chef van de wacht rood

Chef van de wacht wit

Algemeen projecten BB21 Kw21 Walsen productie en

gloeierij infrastructuur Kranen Hydrauliek pneumatiek energie Nawals en afwerkingsinstallatie s

Operationeel beheer Lange termijn en functioneel beheer Beitsbaan koudwals 22 OT &MM Technical management & development TBO Production

A

B

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1.4 Problem description

Currently, too often breakdowns occur at TS IJmuiden which could have been prevented by proper first line maintenance such as inspection and lubrication. These breakdowns require costly corrective maintenance.

This can be illustrated by the situation at Beitsbaan 22 (BB22). BB22 has had 153 downtimes from 27-1-2013 to 3-2-2013. Four of them were planned. The scope of the problem is reflected in the average OEE1 (Overall Equipment Effectiveness) of BB22. From 1-2-2012 until 4-2-2013, this is 36.1% (see appendix I). In view of the small interruptions during production and the given causes it is suggested that preventive maintenance should be improved.

However, at the moment the change capacity of TS IJmuiden is limited. This is the result of the change from a decentralized to a centralized organization, much needed to cope with a declining market. Furthermore, at the moment a lot of large scale projects are running, so there is no momentum for other large improvement projects.

Therefore, the emphasis on smaller preventive maintenance activities (lubrication and inspection) seem to be a fitting area of improvement, because no great investments are needed. There already is some experience with similar activities within TS IJmuiden: PBI has experience with mechanics who are available 24 hours a day and work along operators in shifts. They conduct 90% of all maintenance activities and in this way, prevent unnecessary breakdowns.

Furthermore, these kind of activities are also described and mentioned as important aspects in the used operation (Operational Excellence; Opex) and mainentance (Company Asset Management; CAMF) management frameworks. The frameworks share the goal to improve company-wide operations and maintenance and to avoid unplanned downtimes (see Appendix 2).

The maturity of the execution of these activities seems to be limited, because at the moment, maintenance is carried out by a specialized maintenance department and not by the department of production itself. There is a strict separation of these departments. With autonomous maintenance, the department of production will carry out the maintenance activities itself. That is, first line maintenance such as cleaning, lubrication, checking connections, measuring and preventing decline. In this way, autonomous maintenance is aimed at preventing unplanned downtimes.

As the maturity of autonomous maintenance is low, a roadmap is needed to guide TS IJmuiden in the application of autonomous maintenance. Therefore, this thesis aims at the design and testing of a maturity model for autonomous maintenance.

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OEE is based on three factors: Availability x Performance x Quality. Availability = Operating time / Planned operating time

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1.5 Conclusion

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2. Research design

In the previous chapter the description of the current situation has been given. This showed that there is a potential for improvement regarding small preventive maintenance. In this chapter, the problem statement will be formulated and preconditions for the research will be given. Furthermore, the perspective from which the problem is approached will be explained. Finally, the research methodology used for the design and testing of the presented maturity will be introduced.

2.1 Problem statement

Given the problems of the high degree to corrective failures and the current economic situation, the best approach would be to review its corrective actions. In this way first line maintenance tasks can be revised in such a way that a better understanding of the corrective failures is acquired. The question, however, is which steps will have to be made, and how this can be done in a uniform manner that can be applied throughout the departments. After a situation analysis, smart and efficient practices can be applicable at different business units. This means there is a need to find an instrument which can decide whether, and under which conditions, operators could apply the first line maintenance tasks within TS IJmuiden. The instrument needs to include new tools with scientific insights from universities and other forms of higher education. High quality frameworks are available but a comprehensive, linked, system-based framework is missing. A lack of agreement on the definition of first line maintenance or autonomous maintenance is often a problem for successful implementation thus actions should be chosen based on intrinsic values within the company. With these things in mind, a new instrument will be proposed.

According to de Leeuw (2000), a problem statement consists of an objective, questioning and preconditions. The problem statement has been defined as:

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15 The problem statement consists of three aspects that need to be explored further. The aspects are: autonomous maintenance, the capability maturity model (CMM) and the implementation of the model within TS IJmuiden by using change management. These three aspects will be combined to form the so-called Autonomous Maintenance Maturity Model (A3M). The combination of these aspects is essential to properly implement autonomous maintenance. CMM alone won’t suffice. The implementation has to be realized within the organization. Change management will be a guide in this. Finally, change management isn’t a company-specific tool. To make sure the implementation will fit in the specific environment of TS IJmuiden, feedback is necessary from experts within the organization. Therefore, the Delphi Method is used.

To answer the main question, the following sub questions, which reflect the three main aspects of the problem statement, will have to be answered:

1. Which ingredients from the literature are essential to build the new type of maturity model for autonomous maintenance (A3M)?

This step constitutes a literature review that explores the concepts of autonomous maintenance, maturity models, change management and the Delphi Method. 2. Which aspects and criteria should be used to design an instrument that measures

the capabilities that are required to apply autonomous maintenance?

Aspects from the literature review of sub question 1 are used to develop a maturity model.

3. How should this instrument be applied within TS IJmuiden?

This sub question tackles the problem of proper application within TS IJmuiden by using change management and the Delphi Method.

2.2 Preconditions

De Leeuw (2000) states that preconditions are of influence on the limitations of the research method to make sure that the research can be achieved in the first place. Preconditions also can be determining factors which cannot be influenced by the researcher. In this research the following preconditions will be used:

1. The research will be conducted under authority of the AMD department of TS IJmuiden

2. This research will meet both academic standards and practical applicable application.

3. No additional resources or employees shall be deployed for this research before it is known whether the desired goal can be achieved within the time frame and with the current staff and resources available.

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16 5. In this report maintenance will be seen as an internal department of a company and

should not be seen an external commercial service that is provided to the company.

2.3 Design methodology

The problem as described in paragraph 2.1 will be reviewed in a research plan in this section of the report. See figure 2.1 research plan for a visual representation of this process. Each color represents a chapter and a sub research question which reflect the three main aspects of the problem statement. The lines between and within these colors indicate the coherence of the research. How these steps have been established is described in section 2.3.1.

Chapter 3 Sub question 1 Literature review Theory TPM Autonomous maintenance Interview process Capability maturity model Methodology Chance management Delphi method Chapter 5 Sub question 3 Instrument development Chapter 6 Pilot validation Applying instrument at Tata Design criteria Design principles First design Interview results Second design Pilot results Conclusion results pilots Chapter 7 Discussion and recommendations Chapter 4 Sub question 2 Design model

Figure 2.1 Research plan Chapter 3, sub question 1

- First, a literature review is given, presenting theoretical aspects that influence the realization of autonomous maintenance (figure 2.1, green blocks).

Chapter 4, sub question 2

- Subsequently, a first design for a autonomous maintenance maturity model is presented, based on elements from the literature (figure 2.1, orange blocks). Chapter 5, sub question 3

- Thereafter, the design presented in chapter 4 is expanded with the content of the maturity levels, provided by experts within TS IJmuiden ( figure 2.1, blue blocks). Chapter 6, Validation of the research

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2.3.1 Methodology design of a focus area maturity matrix

The methodology that was used to design a focus area maturity matrix relies on the work of van Steenbergen, Bos, Brinkkemper, van de Weerd, and Bekkers, (2010): the creation of a focus area maturity matrix. This is a matrix that provides an overview of the current maturity in a certain business process. It is constructed by means of the so-called focus areas and their associated capabilities. ‘A focus area is an aspect that has to be implemented to a certain extent for a functional domain to be effective’ (van Steenbergen et al., 2010). Each focus area has a number of capabilities associated with it. A capability is defined as ‘an ability to achieve a predefined goal that is associated with a certain maturity level’ (van Steenbergen et al., 2010). Fitting this into the focus area maturity matrix reveals the connection between the two. See figure 2.2 Foundation of the focus area maturity matrix for the visual connection between maturity levels and focus area by different capabilities.

Different Capabilities Maturity levels

Focus Area

Figure 2.2 Foundation of the focus area maturity matrix

Within the matrix, several focus areas will be found, each with their associated capabilities. In order to score high on maturity within a certain field, each of those focus areas will need to have their capabilities properly implemented. Not having them implemented results in having a lower maturity score. The focus area maturity matrix will be applied in the production environment of TS IJmuiden. As an alternative for this definition, a capability can be seen as some form of goal, or result, which has to be achieved by the organization (van Steenbergen, 2010).

Pre-defined steps for the design of a focus area maturity matrix

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18 Scoping (Chapter 3)

Design model (Chapter 4)

Instrument development (Chapter 5)

Implementation & exploitation (Chapter 6) Indetify & scope domain

Determine focus areas

Determine capabilities

Determine depencies

Position capabilities in matrix

Develop assesment instrument

Implement maturity model

Improve matrix iteratively

Communicate results Define improvement actions

Figure 2.3: Chapters of this thesis are based on the suggested maturity matrix construction steps by van Steenbergen et al. (2010)

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19 1. Conducting* a* literature* study* on* autonomous* maintenance:* First* of* all,* a* literature* study* has* been* conducted.* During* the* literature* study,* the* focus* areas,* autonomous* maintenance,* capabilities* maturity* models,* change* management* and* dependencies* will* be* identified.* These* aspects* will* give* insights* in* how* to* shape* the* roadmap* for* TS* IJmuiden.* This* means* that* when* comparing* this* step* to* the* framework* created* by* van* Steenbergen* et* al.* (figure* 2.3),* the* input* for* the* first* three* sub-activities* will* be* handled.

2. Formulate* design* criteria:* During* this* step* of* the* research,* design* criteria* are* formulated.* These* serve* as* the* basis* of* the* A3M.* The* criteria* are* a* result* of* the* reviewed* literature* and* the* demands* by* TS* IJmuiden.* After* formulating* the* criteria,* these* will* be* transformed* into* design* principles.* With* that,* the* focus* areas* and* maturity* levels* of* the* model* are* fixed.

Once these two activities are completed, a first draft of the A3M will be presented (step 3). The next steps (step 4, 5 and 6) will focus on validating presented the A3M.

3. Assesment* tool* The* A3M* will* be* validated* and* expanded* with* expert* knowledge* by* means* of* an* interview.* Experts* will* be* asked* to* validated* the* findings* in* the* literature* and* provide* their* own* ideas* on* A3M.* The* Delphi* method* has* been* used* as* a* interview* tool,* because* it* is* a* research* tool* focused* on* obtaining* a* consensus* from* a* group* of* experts* with* anonymous* interactions* between* them,* thus* avoiding* confrontations* and* eliminating* influences* (Okoli* and* Pawlowski,* 2004)* The* panel* of* experts* required* for* the* Delphi* method* was* composed* of* academicians* an* practitioners* of* maintenance* processes* from* different* knowledge* areas.* During* this* step,* a* start* will* be* made* by* placing* the* capabilities* or* activities* that* are* implemented* in* the* A3M. 4. Validation* capabilities:* During* this* step* of* the* research,* the* focus* areas* and*

capabilities* found* in* research* steps* one* and* two* will* be* validated* one* last* time* by* means* of* an* expert* group.* Once* this* validation* is* done,* the* group* will* then* solely* focus* on* placing* the* capabilities* in* the* A3M.* When* comparing* this* step* to* the* framework* suggested* by* van* Steenbergen* et* al.* (figure* 2),* this* covers* the* validation* of* the* first* three* sub-activities* of* the* ‘Design* Model’* activity,* and* will* focus* on* completing* the* sub-activity* ‘Position* capabilities* in* matrix’.* Once* this* step* is* done,* the* ‘Design* Model’* activity* of* the* framework* by* van* Steenbergen* et* al.* will* be* completed* and* the* input* to* create* the* assessment* tool* is* complete.

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20 6. Evaluate the maturity matrix: During this step of the research, the constructed tool will be used to evaluate the autonomous maturity level at several business units of TS IJmuiden. The goal here is to validate the tool in a operators environment to ensure it is valid, complete, correct and has practical value. When comparing this to the framework suggested by van Steenbergen et al. (figure 2), this relates to the ‘Implementation and exploitation’ activity of their framework.

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3 Literature review

This chapter is concerned with answering sub question 1: ‘Which ingredients from the literature are essential to build the new type of maturity model for autonomous maintenance (A3M)?’

According* to* de* Leeuw* (2000),* the* primary* process* should* be* the* essential* focus* area* in* all* design-* and* analysis* cases.* That’s* why* it* is* important* to* define* autonomous* maintenance,* to* determine* the* goal* and* to* determine* which* sub* processes* are* considered* to* be* important.* The* background* of* autonomous* maintenance* will* be* discussed,* by* defining* what* maintenance* is* and* by* explaining* Total* Productive* Maintenance* (TPM).* More* specific,* the* maintenance* activities* that* are* involved* with* autonomous* maintenance* are* explained,* and* finally* an* in-depth* analysis* will* be* conducted* regarding* the* CMM* methodology,* in* order* to* map* out* the* maturity* of* the* autonomous* maintenance.* From* the* moment* that* autonomous* maintenance* will* be* implemented,* a* shift* in* cultural* awareness* will* be* expected* to* occur.* Therefore,* the* concept* of* change* management* will* be* included.* In* the* end* the* Delphi* method* is* being* examined* to* find* out* how* the* “soft* system* approach”* is* used* best.*

3.1 What is maintenance?

In general it can be agreed upon that installations will suffer from wear and aging, regardless the installation being a car or a steel manufacturing machine. Both require maintenance to keep up their optimal performance and stay in good condition.

In this report, maintenance is defined as follows:

“All activities that have the common goal to maintain or restore the condition of the object/installation, which are considered to be necessary to keep up the performance of the object/installation. “(Van Duijvenvoorden & Verdoes, 1993).

By* using* this* definition,* maintenance* can* be* described* as* the* process* that* applies* specific* changes* (transformation)* during* the* operation,* by* trying* to* accomplish* the* goal:* to* establish* a* well-functioning* object/installation.

3.1.1 Total Productive Maintenance (TPM)

Total*** productive*** maintenance*** is*** a*** progressive*** concept*** that*** redefines*** the*** definition*** of*** maintenance.*** Back*** in*** the*** sixties,*** a*** handful*** of*** Japanese*** companies*** found*** the*** Japanese*** Institute*** of*** Plant*** Maintenance*** (JIPM).*** Through*** JIPM*** they*** reinvented*** this*** new*** approach*** to*** maintenance.*** The*** institute’s*** core*** business*** was*** to*** focus*** on*** research*** of*** maintenance*** methods*** to*** improve*** preventive*** maintenance,*** based*** on*** earlier*** research*** from*** the*** United*** States*** (of*** America).*** A*** more*** stepwise*** implementation*** process*** was*** developed.*** Some*** well-known*** Dutch*** companies*** that*** apply*** TPM*** are*** Shell,*** Heineken,*** Unilever*** and*** Friesland*** Campina.***

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22 time*** that*** the*** installation*** actually*** produces*** and*** the*** Q*** is*** a*** measure*** of*** the*** total*** amount*** of*** produced*** products.*** By*** multiplying*** the*** three*** parameters*** the*** OEE*** is*** determined.*** OEE*** =*** A*** **** E*** **** Q.*** The*** three*** parameters*** are*** being*** influenced*** by*** 6*** factors*** of*** loss.*** These*** factors*** are:

1. Installation*** Malfunctions***

2. Changing*** /*** Setting*** up*** the*** Installation 3. Exodus*** or*** quick*** stops

4. Reduced*** speed 5. Defects*** in*** the*** process 6. Start-up*** losses

By*** using*** these*** factors*** the*** parameters*** for*** OEE*** can*** become*** more*** specific.*** The*** first*** two*** factors*** are*** of*** direct*** influence*** on*** the*** availability.*** The*** third*** and*** fourth*** factor*** influence*** the*** efficiency.*** Finally,*** the*** last*** two*** factors*** influence*** the*** quality*** of*** the*** product.***

Now*** that*** the*** purpose*** of*** TPM*** is*** known,*** it*** is*** important*** to*** clearly*** define*** TPM.*** According*** to*** Japan*** explicitly*** defining*** concepts*** are*** not*** necessary*** to*** come*** to*** meaningful*** communication.*** Therefore*** no*** formal*** definitions*** are*** available.*** In*** Europe,*** communication*** is*** possible*** if*** it*** is*** based*** on*** a*** shared,*** more*** or*** less*** objective,*** defined*** conceptual*** framework.*** Because*** in*** Japan*** there*** is*** no*** formal*** definition,*** in*** Europe*** many*** different*** definitions*** are*** used*** (Aalders*** 1995).

According*** to*** Nakajima*** (1988)*** a*** definition*** of*** *** TPM*** contains*** at*** least*** the*** following*** 5*** factors:***

1. TPM*** aims*** to*** maximize*** equipment*** effectiveness.***

2. TPM*** establishes*** a*** thorough*** system*** of*** Productive*** Maintenance*** for*** the*** equipment’s*** entire*** life*** span.***

3. TPM*** is*** implemented*** by*** various*** departments*** (engineering,*** operations,*** maintenance)***

4. TPM*** involves*** every*** single*** employee,*** from*** management*** to*** workers*** on*** de*** floor.*** 5. TPM*** is*** based*** on*** the*** promotion*** of*** Preventive*** Maintenance*** *** through*** motivation***

management:*** Autonomous*** small*** group*** activities.***

Aalders*** (1995)*** defines*** TPM*** as*** follows:*** "The*** whole*** of*** acts*** of*** production,*** maintenance*** and*** engineering*** which*** aims*** to*** improve*** the*** productivity*** of*** manufacturing*** facilities*** continuously.*** This*** productivity*** of*** production*** facilities*** is*** improved*** by*** consolidating*** the*** level*** of*** productivity*** through*** standardization*** of*** work*** processes*** and*** purposefully*** using*** the*** creativity*** and*** the*** innovative*** capacity*** of*** the*** employees.”***

The*** definition*** of*** Aalders*** (1995)*** clearly*** brings*** forward*** the*** layering*** and*** cooperation*** between*** production,*** maintenance*** and*** engineering.*** According*** to*** Aalders*** (1995),*** there*** is*** a*** lack*** of*** active*** dissemination*** of*** TPM*** by*** the*** (top)*** management.*** This*** active*** dissemination*** is*** an*** important*** point*** to*** achieve*** cultural*** awareness*** throughout*** the*** organization.***

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23 approach*** which*** mainly*** focused*** on*** capacity*** was*** thus*** extended*** to*** a*** company-wide*** TPM*** approach.*** Finally,*** it*** became*** increasingly*** important*** that*** people*** had*** the*** opportunity*** to*** work*** in*** a*** safe,*** accident*** free*** environment.*** By*** combining*** the*** activities,*** which*** should*** be*** sought*** within*** TPM,*** the*** "pillars*** model"*** was*** created,*** as*** described*** in*** the*** article*** by*** Patra*** (Patra,*** 2005)*** and*** shown*** in*** figure*** 3.1.* Many* of* the* elements* of* “the* pillars* model”* are* used* by TS IJmuiden in the OpEx and TQM models, appendix two will give more elaboration of these models.

Figure 3.1 TPM pillars model

3.2 Autonomous maintenance

In the problem description, see section 2.1, the question was how production can be developed in the field of maintenance in the current situation. Autonomous maintenance is a movement that focuses on an approach from operators. Therefore be further described. The next chapter is dedicated to this subject.

In* this* research,* the* maintenance* process* is* seen* as* an* integral* part* of* a* production* company* that* uses* a* collection* of* objects,* a* plant,* to* produce* high-quality* steel.* Therefore,* autonomous* maintenance* contributes* to* the* greater* whole* increasing* the* system* efficiency.* Figure* 3.2* defines* the* relationship* between* maintenance,* production* and* engineering* according* to* the* TPM* philosophy.* The* primary* business* purpose* of* the* primary* process* is* supplying* high-quality* steel* to* the* customer* at* the* right* price/quality* ratio.* In* order* to* achieve* this* goal,* a* mutual* interest* exists* for* both* operators* and* the* maintenance* department* in* a* reliable* and* available* installation.* Business* goals* can* only* be* achieved* if* production* goals* (delivering* products)* and* maintenance* goals* (availability* of* reliable* installations)* are* met* and* are* in* this* way* inseparable.

Figure* 3.2* Production* ratio* classic* and* TPM* Nakajima* (1989)

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24 about* possible* improvements* that* result* in* improvement* proposals.* TPM's* objectives* are* to* improve* the* involvement* of* operators* and* to* continuously* improve* the* production* process.* These* additional* responsibilities* fall* under* the* concept* of* autonomous* maintenance* (Aalders,* 1995).

Definition* autonomous* maintenance:

"Some* of* the* activities* that* traditionally* lie* with* the* maintenance* department* are* transferred* to* production* and* are* complemented* by* additional* activities* to* increase* the* effectiveness* of* the* installation.* It* is* not* only* the* transfer* of* tasks,* but* also* the* assignment* of* responsibility* to* carry* out* the* tasks* in* accordance* with* the* agreements”(Aalders* 1995).

This* definition* is* given* by* Nakjima* (1989)* in* words* of* similar* meaning.

According* to* the* definition,* maintenance* is* a* process* that* applies* a* targeted* change* (transformation)* during* processing.* During* this* process,* there* should* be* pursue* to* hold,* or* to* bring,* an* object* in* the* required* technical* state.*

Autonomous* means* in* this* context:* "That* production* operator* executes* the* maintenance* tasks* without* interference* of* maintenance”.* Aalders* (1995).* The* added* value* of* this* is* threefold:*

- Higher* installation* effectiveness - Job* enrichment* for* operators

- Less* administrative* pressure* for* maintenance

To* realize* this* added* value,* the* following* effects* should* be* visible* after* implementation* of* autonomous* maintenance* (Aalders,* 1995):

- The* operators* are* more* vigilant* regarding* the* prevention* of* losses* due* to* their* increased* responsibility* for* their* means* of* production

- The* operators* are* less* dependent* on* other* departments* and* more* self-supporting.* This* is* especially* true* for* small* tasks* that* they* can* perform* as* well* after* some* training* - The* alignment* problem,* which* traditionally* occurs* when* a* production* plant* is* released*

for* maintenance,* is* prevented* to* a* large* extent

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25 Disadvantages* that* should* be* considered* are:*

- Operators* have* more* tasks* to* perform.* As* a* result* they* have* less* time* to* perform* their* original* tasks.* This* should* be* taken* into* account* by* the* management* while* directing* the* operators

- The* maintenance* department* must* give* up* some* of* its* responsibilities.* Therefore,* employees* could* crow* restless* because* their* jobs* are* on* the* line.* Thus,* resistance* to* these* changes* could* arise* within* the* maintenance* service* (Higgins* et* al.,* 1995)

3.3 Autonomous maintenance activities

To* give* meaning* to* the* definition* of* autonomous* maintenance,* the* two* streams* of* Nakajima* (1989)* and* Aalders* (1995)* are* further* investigated.* Aalders* (1995)* has* taken* over* much* of* the* seven* implementation* steps* by* Nakajima* (1989)* figure* 3.3.* These* seven* steps* are* developed* by* Fumio* Goto* (1980)* and* by* JIPM* (Japan* Institute* of* Plant* Maintenance)* seen* as* the* steps* for* autonomous* maintenance:

Figure* 3.3* The* seven* implementation* steps* by* Nakajima* (1989)

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26 - Prevention* of* deterioration

- Measurement* of* decline - Elimination* of* deterioration

3.3.1. The prevention of deterioration

The preservation of the basic condition helps to prevent deterioration of the installation. Both autonomous maintenance and other activities of operators contribute to the preservation of the basic conditions. The other activities are:

- Starting the installation in a correct manner - Maintaining proper settings and adjustments

In addition to these activities, the three most important maintenance activities to prevent deterioration are (Aalders, 1995):

1. Cleaning 2. Lubrication

3. Checking connections (bolts and nuts)

By performing these activities, the operator is engaged in the installation. This means he also inspects the installation, because cleaning is inspecting (Nakjiama, 1989). Carrying out the activities not only contributes to the preservation of a plant, but is also essential to measure deterioration (category 2 autonomous maintenance).

Cleaning

Pollution adversely affects the quality and effectiveness of an installation. According to the TPM concept, the 'optical' cleaning of a system by operators is essential. It’s mainly essential because of the motivational aspect. The deep cleaning is also an important aspect of autonomous maintenance. In particular, the parts that have a direct relationship with the installation effectiveness are concerned; the operators must also keep clean the crucial internal parts of the plant. The indirect effect of the optical and deep cleaning is the detection of any weaknesses. Defects that come to light during cleaning are not fundamentally solved by operators. They should be reported to the maintenance service that eliminates the problems by using an improvement programme focused on zero defects. It is important that a deviation in the process is reported, because all deviations must be addressed by inspection standards.

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27 drafting of these standards. Ultimately, the standards should be approved by the management (AMD).

Lubricate

Companies recognize the importance of preventive lubricating faster than cleaning. The performer should be meticulous and should have discipline. He must realize the enormous consequences of substandard or poor lubrication (Aalders, 1995). This is in contrast to reality; the task is often assigned to the maintenance department or firms which usually do not possess their characteristics (Aalders, 1995). Therefore, it seems obvious to assign the lubrication tasks to the operator, in particular the frequent, small lubrication operations. As with cleaning, the lubrication activities should have standards with fixed aspects: what needs to be lubricated, how, what tools and what frequency. Appendix 4 shows a standard. In the context of autonomous maintenance, it is useful to indicate the used lubricant (grease code) in each lubrication point of the installation.

Checking connections

Research has shown that the influence of loose connections on the number of failures in a system can be up to 60% (Aalders, 1995). Checking connections is traditionally assigned to the maintenance department. However, this department often has too little time for the task; usually it is impossible to frequently carry out a whole control program. From the autonomous maintenance thought it is assumed that the operator is in the best position to check the connections in the installation and correct the problem promptly. Again, as with cleaning and lubricating, there should be standards and checklists for checking connections to be carried out in the context of autonomous maintenance.

3.3.2 The measurement of deterioration

The measurement of deterioration is particularly important for condition based maintenance. The measurement can be performed in many ways, both objectively and subjectively. During objective measurement, one uses a rejection standard. During subjective measurement, the five senses are used. If an installation is almost always operated by the same operator, there is nothing wrong with the use of the so-called physical inspections. If operators change continuously, there should be a focus on objective inspections,(Aalders, 1995).

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28 Inspections are part of the maintenance plan established by the maintenance department. It is important that the following points are taken into account during the drafting of a maintenance plan:

- Limit daily inspections as much as possible; the time available for autonomous maintenance must be limited, since the prevention of deterioration (cleaning, lubricating and checking the connections) should have top priority. Daily inspections may be best limited to the points that directly affect the safety and the quality of the output

- Use production time to carry out inspections with a lower frequency, for example every two weeks or month. During these moments, there must be sufficient time and tranquillity to carry out the required inspections. As a result, the operator can better delve into the inspections. Gradually, the operator will develop a feeling for signs of impending deterioration during production

- The operator must understand the consequence of not carrying out inspections, including which disturbances can develop. In addition, an operator needs to help in determining the frequency of inspections.

3.3.2 Preventing deterioration

Where autonomous maintenance can make a major contribution to prevent and measure deterioration, the elimination of deterioration is often the responsibility of the maintenance department. The elimination requires more specialized maintenance staff and is therefore usually scheduled during shutdowns.

The specialized staff should also carry out minor repairs and replacements in accordance with the standards during the major maintenance. In this way, small maintenance is often not a priority, although it is an important aspect, as mentioned before.

 Replacements

Autonomous maintenance can be used excellently for easily accessible and interchangeable end-of-life components. The starting point for a replacement must be a direct relationship with the amount of produced products, for example the replacement of filter elements. The characteristic feature of all these activities is that the maintenance department wastes a lot of the 'bare' replacement time with traveling to and from the workplace after being called (Aalders, 1995).

 Minor repairs

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29

3.4 The need for standards within autonomous maintenance

Both Nakajima (1989) and Aalders (1995) stress the importance of using standards in order to implement TPM successfully. Therefore, it is applicable to autonomous maintenance. A standard is a description of a process in which the activities that together define the process have been identified. What, where, with what, when, why, how, how long, and who is described in a standard. For maintenance activities this effectively means that the following should be recorded: work content, location, equipment / tools, implementation period, working methods, standards, duration and optionally who (license required). General guidelines such as the DIN EN ISO-9001: 2008 and quality management systems may support this. Standards describe the work as it should be or the intended result. TPM focuses on the result when processes are difficult to standardize, like creative processes.

There are five requirements that a standard must meet: - Uniformity

- Normative

- In line with the knowledge and experience of the target group - Clear and concise

- Implementation oriented. For example, a lubricating standard has to contain all activities that are performed by an operator

- Standardized. That is, the same layout for all standards.

Often within concerns, standards are surrounded with negativity. That is understandable, since knowledge and experience are secured and made common by them. Employees could perceive that as a threat to their expertise and in that way, standards evoke the feeling of being replaceable. Furthermore, new operators arrive at the same level of expertise much quicker because every situation, and what to do, is fixed in a standard. This closes the gap between newcomers and employees with years of experience, which makes it harder for the latter to stand out. Finally, the coupling between thinking and doing is breached. TPM acknowledges this fact, but then combines thinking and doing in the same person or group. TPM does this by firstly standardizing all activities, and secondly by improving the standards using creative and innovative thinking.

Now the reasons for the reluctance are clearer, measures can be taken and the positive aspects of standards can be emphasized. Namely, standards offer clearness with respect to employees’ expectations. They know what is expected of them and when they did something right. Furthermore, they can criticize each other objectively and standards allow for employees to learn from each other by means of ‘best practices’. These can be adopted in the standards. Comprehensive standards also give insights in activities and work load, so these can be allocated to employees proportionally.

3.5 Defining the relationship between ‘production’ and ‘technical management and development' (TBO)

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30 anomalies. In this way, a good collaboration is a necessary precondition for autonomous maintenance. Figure 3.4 defines the clear distinction between maintenance and autonomous maintenance. Improvement suggestion Standard reparation Work request Rap. Failure Improvement Checklist Checklist Standard task Standard reparation Improvement SPO Checklist Standard/ What, Where, When, How, Who Perform by autonomous maintenance Checklist Execution data Instruction document What:  Where  Why  When Work method:  Requirements  Tools  How  Which skills Analyze Prepare standard Perform by maintenance (specialist) Operators Operators Operators

Operators OperatorsOperators

Small group Autonomous maintenance Maintenance

W o rk p ro ce ss Ed u ca tio n Production

Figure 3.4 Allocate autonomous- and maintenance task (Aalders 1995)

Figure 3.4 shows a clear separation of work (werkafhandeling) and training aspects. The work is defined as the complete set of rules and procedures that make sure maintenance is carried out efficiently and responsibly. The work is secured in a so-called ‘Stambestand Planmatig Onderhoud (SPO). It includes what, where, when and how maintenance is carried out (Aalders, 1995). By using an SPO, production and TBO can determine if the maintenance can be done autonomous. This decision depends on multiple factors:

- Knowledge and expertise of operators

- The possibility of standardizing the maintenance completely. That is, someone with only basic knowledge should be able to carry out the maintenance.

- Whether the maintenance can take place while the installation is in operation. - Does the operator have time to carry out the maintenance?

- Does the operator have a direct or an indirect influence?

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31

3.5.1 Training

TBO fulfills a special part in educating the operators, because they are in possession of expertise. They decide which skills are mandatory for maintenance to take place properly and safely. They decide which operators need which license. Furthermore, TBO makes sure skills are taught and tested accordingly. Finally, TBO has a supportive role in the analysis of breakdowns, in the collection of data and in the evaluation of the technical aspects of autonomous maintenance.

3.5.2 Preconditons autonomous maintenance

Finally, Aalders (1995) mentioned a number of preconditions which an organization must fulfill in order to properly implement and execute autonomous maintenance.

Precondition management:

- Training to ensure that operators have the necessary knowledge and skills which are necessary for carrying out the standards.

- Support of specialists in setting up standards

- Tools and administrative tools necessary for carrying out the standards. - Time to perform the standards, but also time to set up the standards.

- Feedback on the results achieved with the installation (installation effectiveness) - Guidance of the implementation of TPM on the basis of a plan in which autonomous

maintenance is incorporated.

- Feedback on the progress of the implementation of autonomous maintenance. Preconditions production:

- Maintenance tasks that are performed by production are set in standards

- Standards are drafted by operators (but evaluated by specialists or technical maintenance)

- Is defined what needs to be done - When the tasks are required (frequency)

- What information should be passed (results of inspection, identified deficiencies?) - Technical aspects are determined by maintenance standards as

- Operators determine how tasks are performed and execute this instandards (who, when) and place this in the same standards

- Operators are supported by maintenance.

3.6 Capability Maturity Model (CMM)

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32 example* of* a* CMM* is* a* model* used* for* defining* the* maturity* of* the* design* and* implementation* of* software,* the* software* CMM.* This* model* is* used* in* the* field* of* Information* Technology* (IT).* The* model* is* divided* in* five* well-defined* levels* for* different* subjects.* When* an* organization* fullfils* all* criteria* for* a* level* the* organization* will* go* to* the* next* level.

Based* on* the* work* of* Fraser* et* al.* (2002)* the* following* components,* which* a* CMM* model* might* have,* can* be* given:

- A* number* of* levels.* This* may* vary* between* 0* to* 6* levels* (Strutt* et* al.,* 2006)

- General* description* of* each* level.* These* are* descriptions* like* initial,* repeatable,* deﬁned,* managed* and* optimizing* (see* table* 3.2* and* 3.3).

- Generic* description* of* the* contents* and* characteristics* of* each* capability* level.* In* table* 3.2* an* example* of* these* generic* deﬁnitions* of* is* given* as* used* in* Strutt* et* al.* (2006).

- A* description* of* each* activity* as* it* might* be* executed* or* performed* at* each* maturity* level.* Typical* there* is* an* overall* description* for* the* maturity* levels,* but* not* an* additional* description* for* each* activity* (Fraser* et* al.,* 2002).* Fraser* et* al.* (2002)* conclude* in* their* paper:* ’(.* .* .* )* it* is* difﬁcult* to* make* the* maturity* grid* design* process* completely* rigorous* and* it* is* suggested* that* some* compromise* is* necessary* and* appropriate* in* the* interests* of* producing* a* useful* and* usable* tool’.

3.6.1 Beneﬁts of CMM

SEI* (Software* Engineering* Institute),* the* organization* behind* the* original* CMM,* claims* on* its* website* a* number* of* reasons* why* a* company* should* implement* a* CMM* (SEI,2013):*

1.* Increase* of* business* success* including* improvements* in* schedule* and* cost* performance,* improved* forecasting,* product* and* service* quality,* satisfaction* of* customers,* productivity,* higher* return* on* investment* and* others.

2.* Cost* effectiveness* on* investments* by* means* of* return* on* investments

3.* CMM* can* be* combined* with* other* technologies* including* ISO* standards* and* other* standards

4.* Many* organizations,* from* a* large* variety* of* industries,* use* CMM.* Organizations* share* information* in* community* discussions.

5.* Many* users* which* started* using* the* CMM* since* 1995* are* still* using* CMM* and* the* tool* is* still* improving* to* meet* the* needs* of* business* and* organizations* around* the* world. 6.* CMM* has* a* good* reputation* among* government* and* research* institutes.

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33 5.* In* this* Table,* six* categories* identiﬁed* by* SEI* (2013)* for* improved* organizational* aspects* can* be* found.* Though* the* exact* meaning* of* the* words* used* may* be* vague,* their* meaning* won’t* be* explained* any* further,* though* it* is* important* to* observe* the* positive* effects* of* the* implementation* of* the* CMM.

A* CMM* has* a* strong* focus* on* the* management* of* organizations* (and* especially* the* management* and* people* involved* in* the* organization)* CMM* requires* that* organizations* should* identify* key* management* processes* and* the* behavior* of* teams* that* inﬂuence* the* creation* of* a* system* in* a* development* environment* or* project* (van* der* Pijl* et* al.,* 1997).

3.6.2 History of CMM

Strutt* et* al.* (2006)* describe* the* history* of* CMM,* which* has* been* based* on* the* work* of* Crosby* (Crosby,* 1979,* 1996).* Crosby* describes* ﬁve* levels* of* behavioral* maturity* within* the* management* of* organizations.* These* ﬁve* levels* are* described* in* table* 3.1* (according* to* Crosby* 1979).* Later* these* were* updated* to:* Certainty* (5),* Enlightenment* (4),* Awakening* (3),* Regression* (2)* and* Uncertainty* (1)* (Crosby,* 1996).*

Level* Stage Management* perspective

5 Certainty We* know* why* we* do* not* have* problems* with* quality 4 Wisdom Defect* prevention* is* a* routine* part* of* our* operation

3 Enlightenment Through* management* commitment* and* quality* improvement* we* are* identifying* and* resolving* our* problems

2 Awakening It* is* absolutely* necessary* to* always* have* the* problems* with* quality 1 Uncertainty We* do* not* know* why* we* have* problems* with* quality

Table* 3.1* Overview* of* different* levels* according* to* Crosby* (1979)

3.6.3 Review

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34 In* time,* different* versions* of* models* based* on* the* CMM* are* used,* with* * varying* amounts* of* maturity-levels.* The* more* maturity-levels* are* used* the* more* complex* the* model* is* (Fraser* et* al.,* 2002).* Predominantly,* models* use* 5* levels* ,* like* the* Crosby* CMM* (Crosby,* 1996)* and* the* Software* CMM* (van* der* Pijl* et* al.,* 1997).* Important* is* that* CMM* models* should* have* a* descriptive* text* for* the* different* maturity* levels.* * The* descriptive* texts* that* have* been* investigated* are* displayed* in* table* 3.2,* 3.3* and* 3.4.*

Level Maturity Description

5 Optimized Continuous* process* Improvement* is* enable* by* quantitative* feedback* from the* process* and* from* piloting* innovative* ideas* and* technologies

4 Managed Details* measures* of* the* software* process* and* product* quality* are* collected. Both* the* software* process* and* products* are* quantitatively* understood* and controlled

3 Defined The* software* process* for* both* management* and* engineering* activities* is* documented,* standardized,* and* is* integrated* into* a* standard* software* process* for* the* organization.* All* projects* use* an* approved,* tailored* version* of* the* organization’s* standard* software* process* for* developing* and* maintaining* software.

2 Repeatable Basic* project* management* processes* are* established* to* track* cost,* schedule

and* functionality* .* The* necessary* process* discipline* is* in* place* to* repeat* earlier* successes* on* projects* with* similar* application.

1 Initial The* software* process* is* characterized* as* ad* hoc* and* occasionally* even* chaotic.* Few* processes* are* deﬁned* and* success* depend* on* individual* effort

and* heroics.

Table 3.2 Description of maturity levels in a CMM as used by Fraser et al. (2002)

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35 Level Maturity Description

5 Optimized The* Organization* is* ’best* practice’,* capable* of* learning* and* adapting* itself. It* not* only* uses* experience* to* correct* any* problems,* but* also* to* change* the nature* of* the* way* it* operates

4 Managed The* Organization* can* control* what* it* does* in* the* way* of* processes.* It* lays down* requirements* and* ensures* that* these* are* met* through* feedback. 3 Defined The* Organization* can* say* what* it* does* and* how* it* goes* about* it.

2 Repeatable The* Organization* can* repeat* what* it* has* done* before,* but* not* necessarily deﬁne* what* it* does

1 Initial The* Organization* has* limited* experience* and* is* at* a* learning* and* develop-ment* stage.

Table* 3.3* Description* of* maturity* levels* in* a* CMM* according* to* Strutt* et* al.* (2006)

A* more* uniform* application* of* the* maturity* level* definitions* is* the* ISO* standard,* see* table* 3.4.* This* is* deriving* of* the* definitions* described* in* table* 3.3.*

These* elaborations* should* provide* a* sufficient* basis* to* choose* the* most* suited* definitions* for* the* maturity* levels* in* the* A3M.

Level* Maturity* level Description 5 Best* in* class*

performance

Strongly* integrated* improvement* process;* best* in* class* benchmarked* results* demonstrated

4 Continual* improvement* emphasized

Improvement* process* in* use;* good* results* and* sustained* improvement* trends

3 Stable* formal* system* approach

Systematic* process-based* approach,* early* stage* of* systematic* improvements;* data* available* on* conformance* to* objectives* and* existence* of* improvement* trends 2 Reactive* approach Problem* or* prevention* based* systematic* approach;* minimum* data* on*

improvement* results* available

1 Uncertainty No* systematic* approach* evident,* no* results,* poor* or* unpredictable* results

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36

3.7 Change management

To* implement* these* phases* in* the* correct* sequence* TS* IJmuiden* will* be* confronted* with* a* behaviour* change* of* the* employees.* The* question* of* this* paragraph* is:* What* are* the* right* issues* and* what* is* the* correct* order* to*

succeed* in* this* change?

There* are* many* different* structures* of* change,* (table* 3.5,)* with* the* aim* of* opening* a* certain* situation,* making* a* move* and* eventually* including* the* movement* in* the* daily* work,* (Lewin* (1951).* In* the* case* of* autonomous* maintenance* it* is* not* a* project* with* a* clearly* defined* beginning* and* end.* It* is* a* program* focused* on* continuous* improvement* and* therefore,* will* need* continuous* attention* to* be* successful.* This* means* that* there* is* a* different* mindset* and* behaviour* of* the* involved*

parties* is* needed* to* accomplish* change.* * The* existing* change* structures* provide* some* elements* of* a* cultural* change* but* describe* in* less* holistic* manner* which* organizational* aspects* should* be* a* * applied* to* embed* the* change* in* an* organization.*

Keller* and* Price* (2011)investigated* this* in* the* Four* Levers* of* the* Influence* Model* of,* figure* 3.5.* This* model* identifies* four* major* levers* that* leaders* can* use* to* shift* the* operators* mindset* on* a* wide* scale:

A* compelling* story:* Can* operators* say,* “I* know* what* is* expected* of* me,* I* agree* with* it,* and* I* want* to* do* it?* The* key* elements* in* a* compelling* story* are* its* content,* the* way* it* is* communicated,* and* the* embedding* of* its* message* through* rituals

Reinforcement* mechanisms:* Do* formal* mechanisms* reinforce* the* shifts* in* mind-sets* that* operators* are* being* asked* to* make?* To* make* sure* they* do,* TS* IJmuiden* needs* to* link*

Tabel 3.5 Steps models of change

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37 performance* and* health* with* rewards* and* consequences,* leverage* nonfinancial* incentives,* and* adjust* their* management* processes,* structures,* and* systems.

Skills* required* for* change:* Do* operators* have* the* skills* to* think* and* behave* in* the* new* way?* The* right* skills* can* be* developed* by* adopting* a* “field* and* forum”* approach,* working* on* the* required* relational* as* well* as* technical* skills,* and* refreshing* the* talent* pool

Role* modelling:* Do* operators* see* their* leaders,* colleagues,* and* staff* thinking* and* behaving* in* the* new* way?* Effective* approaches* to* role* modelling* include* having* the* top* team* undergo* a* visible* transformation,* taking* symbolic* actions* and* selecting* and* nurturing* influence* leaders.* The* holistic* approach* from* these* four* levers* will* help* to* accomplish* a* change* in* mind* set* and* behaviour* during* the* implementation* process* of* autonomous* maintenance.

3.8 Delphi method

The* Delphi* Method* was* developed* by* the* Rand* Corporation* in* the* 1950’s* with* the* objective* to* provide* a* technique* to* achieve* the* most* reliable* consensus* within* a* group* of* experts* (Okoli* and* Pawlowski,* 2004).* Delphi* provides* a* method* of* structuring* a* group* communication* process* in* such* a* way* that* the* process* is* effective* in* allowing* individuals* to* deal,* as* a* whole,* with* a* complex* problem* (Linstone* and* Turoff,* 1975).* This* technique* is* designed* to* consider* new* and* future* trends* in* complex* systems* within* an* interdisciplinary* environment* (Akkermans* et* al.* 2003).* According* to* Kengpol* and* Touminen* (2006),* the* Delphi* Method* is* composed* by* three* principal* processes:* Achieve* the* opinion* of* a* group* of* experts,* collate* and* statistically* summarize* these* opinions,* and* provide* feedback* to* the*

participants* seeking* for* a* revision* in* their* judgments,* if* any.*

- Obtain* the* opinion* of* a* group* of* experts.*

The* Delphi* Method* usually* involves* sending* a* questionnaire* to* an* expert* panel* in* a* number* of* rounds.* The* design* of* the* questionnaire* used* in* the* first* round* must* include* a* set* of* questions* oriented* to* obtain* the* opinion* of* a* group* of* experts.* Generally* the* questionnaire* includes* open,* ranking* or* classification* questions* about* the* objective* of* the* study.* Some* examples* are* questions* to* determine* trends* (Hayes,* 2007);* identify* key* constraints* in* a* new* process* implementation* (Akkermans* et* al.* 2003);* evaluate* information* technology* proposals* (Kengpol* and* Touminen,* 2006);* validate* frameworks* (Holsapple* and* Joshi,* 2000),* or* forecast* based* on* subjective* judgment* (Hong-Minh* et* al.* 2001),* among* others.* The* number* of* rounds* should* be* sufficient* to* reach* consensus* in* the* experts’* responses;* at* least,* enough* to* reach* marginal* improvements* or* stability* regarding* previous* rounds.* However,* too* many* rounds* may* fatigue* the* panelist* in* such* a* way* that* the* quality* of* responses* and* the* number* of* responses* decrease.* In* practice,* most* studies* use* only* two* or* three* rounds* (Mullen,* 2003).*

- Collate* and* statistically* summarize* these* opinions.*

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38 and* maxima,* quartiles,* inter-quartile* range,* and* frequency* distribution,* among* others* (Mullen,* 2003).* These* are* obtained* from* the* numerical* results* of* the* questions.* Examples* are* a* five-point* Likert* scale* (from* totally* agree* to* totally* disagree)* or* “yes/no/do* not* know”* answer* format* (Verhagen* et* al.* 1998).* The* questionnaire* may* include* statements* divided* in* several* questions,* which* are* looking* for* consensus* by* question.* The* qualitative* analysis* is* obtained* from* the* collection,* classification,* and* summary* of* all* the* comments* or* arguments* provided* by* the* experts.* These* comments* or* arguments* may* be* generated* through* the* inclusion* of* open-end* questions* in* the* questionnaire* (Holsapple* and* Joshi,* 2000).* All* the* information* obtained* from* the* analysis* is* used* to* modify* the* questionnaire* for* the* next* round* in* order* to* get* consensus.*

- Provide* necessary* feedback* to* the* participants.*

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39

4 Design model

In the previous chapters, the different aspects of the A3M model were explored. In this chapter, the design process will be described. Therefore, this chapter answers sub question 2: ‘Which aspects and criteria should be used to design an instrument that can measure the capabilities that are required for applying autonomous maintenance?’

Here, the specific coupling of the four aspects will be exemplified. In order to properly formulate the modelling decisions of de Leeuw (2000), design criteria have to be made. After that, the design principles can be formulated. The design criteria will be used for this process. With these, the first draft of A3M can be made by implementing the aforementioned literature support.

4.1 Design process

In order to making the autonomous maintenance process controllable, at first the design process should be completed. This is done to find out how the black box works inside. The hard and soft systems used by A3M must fit the environment, the objectives and the constraints in order to work properly. De Leeuw (2000) defined designing as: “A systematic and creative process of activities with the aim to make a model of a future system that desiring peak performance taking into account constraints.”

In* this* phase,* the* transformation* of* information* is* not* yet* clear.* Therefore,* a* black* box* approach* is* used* to* identify* the* necessary* input* for* the* future* system,* (see* Figure* 4.1* for* schematic* representation).* The* input* for* the* black* box* consists* of* the* management* problem,* the* design* criteria* and* the* modeling* decisions.* These* are* transformed* into* the* design* principles.* These* are* used* to* deliver* the* output:* the* A3M* model.*

As* input,* the* management* problem,* methodology,* literature* review,* design* criteria* and* design* principles* are* used.*

Transformation The throughput: the designproces

The input The output

Figure 4.1 Schematic representation of a design process as a transformation.

4.1.1 Design criteria

The design and testing of a maturity model for autonomous maintenance (A3M)